The document discusses the history and evolution of human resource management (HRM) from hiring and firing to the modern focus on strategic alignment and employee engagement. It outlines key aspects of HRM like planning, organizing, directing, and controlling human resources. The document also examines HRM strategies, challenges, and the role of HRM in supporting organizational goals and continuous transformation through shaping culture and processes to improve capacity for change.

1. 1

2. 2

3. 3

4. 4

5. 5

6. 6

7. 7

8. • Human Resource Management (HRM) is
the function within an organization that
focuses on recruitment of, management
of, and providing direction for the people
who work in the organization. HRM can
also be performed by line manager.
8

9. • HISTORY OF HRM:
• Hiring & Firing
• Unions emerged: Labour relations
specialists EVOLUTION
• Welfare
• Subspecialties as : Staffing
/Training/Compensation/Appraisal System
9

10. • Late 70’s HR professionals mastered the
activities of
Staffing, Development, Appraisals &
Rewards.
• By 1980’s organizational design and
communication, got added.
10

11. 11

12. 12

13. 13

14. • Its features include:
• Organizational management
• Personnel administration
• Manpower management
• Industrial management
14

15. It is a pre-determined course of action.
Planning is determination of personnel
programs and changes in advance
that will contribute to the organizational
goals.
15

16. An organization is a structure and a
process by which co-operative group of
human beings allocated its task among
its members, identifies relationships and
integrates its activities towards common
objective.
16

17. The next logical function after completing
planning and organizing is the execution of
the plan the basic function of personnel
management at any level is motivating,
commanding, leading And activating people .
17

18. After planning, organizing and directing the
various activities of the personnel management,
the performance is to be verified in order to know
that the personnel functions are performed in
conformity with the plans and directions.
Controlling also involves checking, verifying and
comparing of the actual with the plans,
identification of deviations if any and correcting
of identified deviations.
18

19. 19

20. 20

21. • The goal of human resource management is to
help an organization to meet strategic goals by
attracting, and maintaining employees and also to
manage them effectively. The key word here
perhaps is “fit”, i.e. a HRM approach seeks to
ensure a fit between the management of and
organization’s employees, and the overall
strategic direction of the company.
21

22. • The basic premise of the academic theory of
HRM is that humans are not machines;
therefore we need to have an
interdisciplinary examination of people in
the workplace.
22

23. • An HRM strategy pertains to the
means as to how to implement the
specific functions of HRM. An HRM
strategy thus is an overall plan,
concerning the implementation of
specific HRM functional areas.
23

24. • “Best fit” and “Best practice” – meaning that
there is correlation between the HRM strategy
and the overall corporate strategy. As HRM as
a field seeks to manage human resources in
order to achieve properly organizational goals,
an organization’s HRM strategy seeks to
accomplish such manage.
• Close co-operation (at least in theory) between
HR and the top/senior management, in the
development of the corporate strategy.
24

25. • Continual monitoring of the strategy, via employee
feedback, surveys, etc.
• The implementation of an HR strategy is not
always required, and may depend on a number of
factors, namely the size of the firm, the
organizational culture within the firm or the industry
that the firm operates in and also the people in the
firm.
• An HRM strategy can be divided, in general, into
two facets –
• the people strategy and
• The HR functional strategy.
25

26. 26

27. 27

28. • Several universities offer programs of
study pertaining to HRM and broader
fields. Cornell University created the
world’s first school for college-level study
in HRM (ILR School). University of Illinois
at Urbana-Champaign also now has a
school dedicated to the study of HRM.
28

29. • There are both generalist and specialist HRM
jobs. There are careers involved with
employment, recruitment and placement and
these are usually conducted by interviewers, EEO
(Equal Employment Opportunity) specialists or
college recruiters.
29

30. • Professional organizations in HRM include the
Society for Human Resource Management, the
Australian Human Resources Institute
(AHRI), the Chartered Institute of Personnel
and Development (CIPD), the International
Public Management Association for HR
(IPMA-HR) etc.
30

31. • top 10 human resource management challenges:
• Challenges
• Change management
• Leadership development
• HR effectiveness measurement
• Organizational effectiveness
• Compensation
31

32. 32

33. 33

34. 34

35. • Strategy execution by helping to improve
planning from the board room to the
market place. Organizations today are
striving to increase productivity, improve
service, and ensure that the company can
adapt to ever-changing business
conditions.
35

36. And success on all this front depends on the
organization’s peoples—an asset that
executives regularly cite as a primary
differentiator in a fast-moving, knowledge-
driven world. Human resource management
plays a significant role in trying to achieve
this by being involved at the strategy,
policy and decision making process.
36

37. • An agent of continuous transformation, shaping
process and a culture that together improve an
organization’s capacity for change.
• Many of the administrative tasks associated with HR
are now outsourced, or automated. As a result,
businesses are demanding new expertise from their
HR staff.
• What will rise in its place? As with any revolution, it
involves a fundamental shift in power. In this case; a
shift from top down demands, to bottom up
employee engagement.
37

38. 38

39. • A SWOT analysis is an organizational management
tool that involves assessing the strengths,
weaknesses, opportunities and threats of an
organization.
• A human resources SWOT analysis functions as a
way for managers to meditate on the current state of
the workforce and provide insights that may factor
into management decisions.
• A SWOT analysis features four separate lists of
strengths, weaknesses, opportunities and threats.
39

40. • A SWOT analysis can help managers
recognize weaknesses and threats and then
implement strategies to reduce weaknesses
and avoid threats, or possibly turn
weaknesses and threats into strengths and
opportunities.
• A SWOT analysis is based on perceptions
about the state of an organization and the
issues it faces. Perceptions may not always
reflect reality.
40

41. 41

42. 42

43. 43

44. • Designate a senior manager to be in charge of
HRM
• Provide training to HRM staff
• Develop on-the-job, skill-based training for health
care staff
• Streamline the planning, recruitment and hiring
process
• Strengthen supervision
44

45. • Consider redefining scopes of practice for health
care staff
• Track employee data such as attrition, staff
turnover, absenteeism
• Introduce HIV Workplace Prevention programs
• Develop and enforce HIV antidiscrimination
policies
• Address inequities in staff workload, salaries,
allowances
• Extend benefits program
45

46. 46

47. • To Evolving Business Paradigm
• To retain low employee turnover rate by
inspiring people to work for the company.
• To attract new employees
• To contribute to employee development
• It increase organizational success
47

48. 48

49. • People will always need to be hired and trained
Process will always need to be created and
upgraded Cultures will always need to be
established and transformed.
• HR practices must be aligned to business
realities, meeting deadlines, making
profits, leveraging technology, satisfying
investors and to serving customers. HRM is to
create organizational capabilities that will lead to
competitiveness.
49

50. 50

51. 51